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Abstract
Supply chain management increases supplier-manufacturer interdependence. This interdependence, however, need not be symmetrical. Prior research on imbalanced relationships has focused mostly on the actions of the powerful partner against the relatively dependent party. Little, therefore, is known about how and when the relatively dependent party will resist the demands of their powerful partner. In response to the questions posed in the title, results from a survey of manufacturers show that relatively dependent manufacturers resist supplier power through opportunistic behaviour, and that they do so only when their relationship with the supplier is characterized by low relational norms. Implications of these results for supply chain management research and practice are discussed.
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Notes on contributors
Ashwin W. Joshi
Ashwin W. Joshi (Ph.D., Queen’s University) professor, Marketing Area ‒ Faculty of Management, University of Calgary. His primary research interest is in the area of governance and control in marketing exchange relationships. He has published in Journal of Business Research, Psychology and Marketing, and Journal of Business-to-Business Marketing, as well as in the AMA and AMS conference proceedings.